Nuttall
Meet the Integrator – John Morris, Director of Operations
With over fifteen years in manufacturing, including time in the US automotive industry, John Morris has seen first-hand how respected British craftsmanship is around the world. Now as Director of Operations, he’s helping shape the next chapter of UK manufacturing at Nuttall by combining tradition with innovation.
In this interview, John shares what drew him to Nuttall, how the team’s culture of innovation and commitment to excellence are driving progress, and why he believes the future of British manufacturing is bright.
Q. You joined Nuttall about six months ago. What first drew you to the company?
John: Without a doubt, UK manufacturing. It’s what I know and love, and it’s been a huge part of my career for over fifteen years. I started out in the automotive industry, including a long period working in the US, where I helped bring British standards of quality and precision into fast-moving production environments. That experience showed me how respected UK craftsmanship is abroad, and how much potential we still have here to lead again.
When I first came to Nuttall, I saw a business with genuine heritage and expertise, but also the willingness to adapt. You can feel the history throughout the business, but there’s a real drive to move forward too. It’s that balance of tradition and progress, a team that’s ready to embrace change while staying true to its roots; that made me want to be part of it.
Q. What’s impressed you most about the Nuttall team since joining?
John: The people. Everyone here has a genuine sense of ownership and pride in what they do. I’ve worked in big organisations where employees can feel like numbers, but Nuttall is different – everyone’s voice matters.
What struck me most was the culture of problem-solving. When there’s an issue, people don’t just point it out, they get involved in fixing it. That kind of attitude really brings teamwork to life – we challenge the norm and support each other to go above and beyond.
Q. When you took on the role, what stood out to you about how Nuttall operates, and where did you see the most potential to evolve?
John: Nuttall has all the strengths of traditional British manufacturing: skilled craftspeople, deep knowledge and care in every detail, but like any long-established business, there’s room to develop our people. That’s where I saw an opportunity.
A big part of my role is helping teams make a case for new investment, whether it’s new equipment or process improvements. My job isn’t just to identify what needs to change but to help people understand why and how the right investment benefits everyone.
I’ve always believed adaptability is one of the most important skills in manufacturing. It’s something I’ve brought from my time in the automotive world by staying flexible and being ready to learn. Helping our teams build that mindset is key. When people understand the business case and can back it up with data, everyone wins. That’s how we keep pushing forward.
People, Process & Efficiencies
Q. In your first few months, what have you focused on improving?
John: People first, always. One of my early priorities was strengthening our apprenticeship programme with local colleges. We’ve got two new apprentices joining us soon and we’re building more partnerships with schools for work experience. It’s about creating a future pipeline of talent, helping young people see UK manufacturing as a career worth pursuing.
At the same time, I’ve been introducing new ways of measuring and improving performance. One initiative is our OEE score, ‘Overall Equipment Efficiency.’ It helps operators record parts produced per hour and the quality of each batch. Over time, it gives us clear insight into performance and maintenance needs.
This data helps us make smarter decisions about where to invest in our capital equipment. The fact that we still achieve around 99.5% quality and efficiency is something the whole team should be proud of. It’s a real reflection of skill, pride and teamwork.
We’re also looking ahead at how technology can enhance that craftsmanship, not replace it.
Q. How do you see technology like AI supporting the work you do?
John: I see AI as a tool to support, not replace. It can help us process data more effectively, find patterns we might miss and speed up analysis. The people remain the most important part; the machines and tools just make us better at what we already do.
That mindset of combining technology with craftsmanship is what’s driving the next phase of manufacturing here. It’s part of how we continue to embrace change – always learning, always improving.
Q. What’s the advantage of manufacturing in the UK today?
John: Speed, control and collaboration. When production happens overseas, you face delays, higher costs and less control. Our UK manufacturing facility allows us to react faster, refine designs quickly and maintain hands-on quality control.
There’s also the heritage aspect. Many of our team are second or third generation makers – they’ve learned skills passed down through families. You can’t replicate that. It’s what makes UK manufacturing so special.
Being based in Dudley means we’re close to the creative heartbeat of British retail and design. Our customers regularly drop in to view prototypes in progress and be part of the process. That kind of partnership is unique and it’s exactly what the Creative Concept Centre was built to encourage.
Q. How does Nuttall balance its UK manufacturing service with customer needs for low cost international supply, especially for large volume rollout projects?
John: One of our biggest strengths is flexibility. Every project has different priorities – sometimes cost is the key driver, other times it’s speed. We’re set up to deliver both. If cost efficiency is critical, and time and volumes permit, we offer best value through our international supply chain. However, when speed to market matters most to our customers, we offer a blended approach. We start production here in the UK to get rollouts moving quickly whilst procuring the same items from our international supply at lower cost, and integrating supply into a rollout when they arrive in the UK. It’s a blended manufacturing approach that provides speed to market, whilst achieving best value for our customers, and keeps Nuttall fully in control of quality.
Q. How do you protect craft while improving efficiency?
John: The craft lives in our people. They care deeply about the work and that care translates directly into quality. Efficiency doesn’t mean cutting corners, it means empowering teams to work smarter.
We’re lucky to have people who take pride in every detail, from our technical designers to machinists and finishers. When everyone understands the goal and feels part of the success, you get both quality and productivity. That’s just one way that we go above and beyond for our customers.
Looking Ahead
Q. What are your priorities for 2026 and beyond?
John: Growth, but in the right way. This year is about laying the groundwork: refining processes, investing in the right areas for our future and making sure sustainability stays at the core of everything we do.
Ultimately, the goal is simple: keep improving, keep learning and keep raising the standard for UK manufacturing. Every improvement made, every innovation introduced is about one thing: delivering lasting impact for our clients and the industry we’re proud to be part of.
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